using assessment centres to identify and develop talent · 1 presentation name (view header /...

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Using Assessment Centres to identify and develop talent.

Using Assessment Centres to identify and develop talent2 © 2007 Deloitte & Touche. All rights reserved

Deloitte Assessment CentresAgenda

• History of Assessment Centres at Deloitte

• How ADC’s are used within Deloitte

• Assessment and Development Centre methodology

• General themes

• Challenges

• Link with the Talent Management strategy


How are Assessment and Development Centres (ADC’s) used

• Deloitte has been using ADC’s for over 15 years

• Over the last year there has been a definite shift in that ADC’s are now being used more effectively in identifying and developing our talent through more strategic leadership pipelining

• The leadership pipeline serves as critical input into the Deloitte Talent Management strategy


Four main functions :

• Leadership Assessment and Development Centre (LADC) :Partner Potential

• Manager Assessment and Development Centre (MADC) :Management Development

• Experienced hires psychometric testing : professional employees

• Talent Management

History of Assessment Centres at Deloitte


Location of Assessment Centres within the Firm

Assessment and Development CentreLADCMADCPsychometric testing

Group Human Resources and Development

Human Resource

Management Learning

Talent

Management

Assessment and Development Centres.


Manager Assessment and Development Centre (MADC) methodology

• Primarily a development centre

• Combines technical as well as behavioural competencies

• Designed to identify potential to effectively perform at a senior manager level

• Accommodates six candidates at a time

• Four assessors (two technical and two behavioural)

• Personality (OPQ) and cognitive assessments (CPP), written exercise, leaderless group exercise, role play and presentation

• Designed to measure 12 competencies and each competency is measured in two exercises


• A five point rating scale is used

• Verbal and written feedback is given to the candidates with their development facilitator

• Verbal and written psychometric feedback is given to the candidate after the main feedback

• The development facilitator and candidate then complete an individual development plan

• Trend summaries are sent to the business unit




Day 1:• Candidate orientation• Assessor pre brief• Paper and presentation• Written exercise• Group exercise and group

presentation

Day 3:• Assessor report writing

Day 4:• Assessor report writing

Day 5:• Feedback to candidate and

development facilitatorDay 2:• Role plays• Assessor report writing


Leadership Assessment and Development Centre (LADC) methodology

• MADC is the precursor to the LADC

• LADC is designed to provide the firm with an objective assessment of Partnership Potential

• Provides guidance regarding strengths and development areas towards admission to Partnership

• Candidates are nominated by three or more partners in order to attend the LADC, approved by the Business Unit Leader


Experienced Hire Testing

Level

Time

New recruit

Manager M1Manager Assessment and Development Centre

Manager M2

Manager M3 Leadership Assessment and Development Centre

Partnership

How are Assessment and Development Centres (ADC’s) used



• Assessment Modules:

– The Practice Office Nomination (PON)

– Self Presentation Skills (SPS)

– Applied Leadership Skills (ALS)

– Criteria Based Interview (CBI)

– Psychological Assessment (PA)

– Executive Interview (EI)


PON Excluded

Corresponding PON Scores

Percentages

General Judgment

Leadership

Flexibility

Resilience

Negotiation / Persuasion

Respect for Diversity

Teamwork

Achievement Drive

Interpersonal Skill

Personal Integrity

Personal Impact

Oral Communication

Written Communication

Creativity and Innovation

Product and Service Knowledge

Winning Business

Practice Leadership

Knowledge up-to-datedness

Business Acumen

Applied Judgment & Insight

Client Orientation & Relationships

<-Weights122213

SelfEvalWt. Ave.Exec IntPsychCBIALSSPSPONCriterion



• 6 Assessors and a Chairperson (Psychologist) on any one LADC Panel

• All assessors assess the SPS together

• The ALS and the CBI have two assessors and one facilitator each, and the Psychological Assessment has one assessor

• Assessors must have had 3 years' tenure as a Partner before they may volunteer

• A record of assessors' performance on the LADC is maintained and a core pool of outstanding skills has been established and is growing



• Feedback takes place within two weeks of the LADC

• The whole feedback session normally takes 4 hours

• Selected members of the Panel (including the Chairperson) give feedback to the Business Unit Leader and the Nominating Partner, then to the candidate

• The psychologist gives feedback to the candidate privately


LADC Ratings:• P1: Unique potential• P2: Immediate potential • P3: Medium term potential • P4: Longer term potential • L: Limited potential • TS: Too soon to tell• PS: Specialist leadership potential • CAD: Career Associate Director• CSM: Career Senior Manager• PQ: Leadership potential in question • NC: No consensus


General themes and challenges.


Leadership Assessment and Development Centre (LADC)ratings

0

10

20

30

40

50

60

70

80

P1 P2

P3 P4

PS CSM

PQ L

TS NC


Assessment and Development Centre challenges

• MADC results are used to determine promotability rather than actual job performance

• Assessor scarcity

• Assessor inexperience

• Rater bias, eg. prior knowledge

• Competencies measured are inconsistent with performance management criteria used across the business units

• Lack of follow through into Individual Development Plans (IDP’s)

• LADC is used for performance management, ie. using the LADC to give the candidate “bad news”

• Limited overlap between the LADC and MADC process


Limited overlap between the LADC and MADC process

LADCMADC Limited overlap between

MADC and LADC

MADCGreater overlap between

MADC and LADC

LADC

How ADC’s link with Talent Management.


Link with Talent Management

• The Talent board has been created to strategically manage talentacross the firm. The board consists of a talent leader, Exco andother key stakeholders (HR Director, Talent Leader)

• It is chaired by the Chief Operating Officer


Talent Board

Purpose is to steer the identification, acceleration, development and retention of the Firm’s talent whilst driving our transformation objectives

Meetings are held quarterly - we review the talent pool in each Business Unit. Service Line Leaders report back on the strength of their talent pool.

We ask ourselves these specific questions:

• What are the talent issues in your service line?

• What are you doing about them?

• Where are you strong?

• Where are you vulnerable?



• 2010 strategy: “Magnet for Talent”

• Identification tool for talent

• Deepens the knowledge base of our talent

• ADC’s serve as a framework for an individual’s career progression


Focus of the Talent Board

• Ensure that key talent remains “institutionalised” in our culture

• Identify successors for critical positions and provide them with all they need to get there

• More actively manage and nurture those in our talent pool

• Ensure they are connected to the right mentors

• Identify key positions and ensure we are not left with a “capability gap”



• First point of focus should be to carefully direct talent through the MADC

• Then focused development and mentoring can take place in preparation for the next step - the LADC. Some of the most fruitful learning and development often occurs after the LADC process, prior to admittance to Partnership

• It is at this point that a focused development plan and a structured mentoring relationship becomes all the more crucial



• Succession planning (LADC input)

• Direct hires at a senior level

• Input into Talent Review

• The objective is to get the different enablers of our talent pipeline - MADC, LADC and focused development to work in synch

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